Strategic Planning and Action Planning are two Different Things

When we talk about change, growth, and making things happen in organizations, two terms often get thrown around interchangeably: action planning and strategic planning. But here’s the thing – they’re as different as jazz and classical music. Both are music, but they serve different purposes and evoke different feelings.

The Symphony of Strategic Planning

Imagine, if you will, a grand symphony orchestra. Every instrument, every note, is meticulously chosen to create a harmonious and impactful performance. That’s strategic planning. It’s the big picture, the overarching vision. It’s about asking, “Where do we want to be in five, ten, or twenty years?” It’s the dream, the North Star.

Strategic planning is about setting the direction. It’s about understanding the market, the competition, the internal strengths and weaknesses, and then charting a course based on that understanding. It’s about defining the organization’s purpose, its mission, and its high level direction. It’s the “why” and the “where.”

In the world of strategic planning, we’re not bogged down by the nitty-gritty details. Instead, we’re painting broad strokes, setting the stage for what’s to come. It’s about creating a narrative, a story of where the organization is headed.

The Rhythm of Action Planning

Now, let’s switch gears. Think of a jazz ensemble. It’s dynamic, responsive, and focused on the immediate moment. That’s action planning. It’s the “how.” It’s about taking that grand vision from the strategic plan and breaking it down into actionable steps. What are we doing today, tomorrow, next week, to get us closer to that North Star?

Action planning is tactical. It’s about setting short-term objectives, assigning responsibilities, allocating resources, and setting timelines. It’s the roadmap that guides the organization from where it is today to where it wants to be in the future.

While strategic planning might ask, “What markets should we enter in the next decade?” action planning asks, “What steps do we need to take this quarter to start the process?” It’s the drummer in our jazz ensemble, setting the pace and ensuring everyone is in sync.

The Dance Between the Two

Here’s where it gets interesting. While action planning and strategic planning are distinct, they’re deeply interconnected. Like two dancers, they must move in harmony, each aware of the other’s steps.

An organization without a strategic plan is like a ship without a compass. It might be moving, but there’s no clear direction. On the other hand, a strategic plan without action planning is just a dream. It’s a beautiful vision, but without the steps to make it a reality.

In the world of change and growth, we need both. We need the dreamers and the doers, the visionaries and the tacticians. We need the broad strokes and the fine details.

The Pitfall of Confusion

The danger arises when organizations confuse the two. When they get so caught up in the day-to-day (the action planning) that they lose sight of the bigger picture (the strategic planning). Or, conversely, when they’re so focused on the future that they forget about the present.

It’s a delicate balance, and it requires constant attention. Organizations must regularly revisit their strategic plan, ensuring it’s still relevant and aligned with the current environment. At the same time, they must be nimble and flexible in their action planning, ready to pivot when necessary.

The Wrap Up

So, the next time you hear someone use “action planning” and “strategic planning” interchangeably, take a moment to clarify. Remember the symphony and the jazz ensemble. Remember the dance between the two.

In the ever-evolving world of business, it’s essential to understand the nuances. Because, in the end, it’s the harmony between strategy and action that drives success. And as we’ve learned, that’s a tune worth playing.